• Communication-based influence components model

      Cugelman, Brian; Thelwall, Mike; Dawes, Philip L. (New York: ACM, 2009)
      This paper discusses problems faced by planners of real-world online behavioural change interventions who must select behavioural change frameworks from a variety of competing theories and taxonomies. As a solution, this paper examines approaches that isolate the components of behavioural influence and shows how these components can be placed within an adapted communication framework to aid the design and analysis of online behavioural change interventions. Finally, using this framework, a summary of behavioural change factors are presented from an analysis of 32 online interventions.
    • Dimensions of web site credibility and their relation to active trust and behavioural impact

      Cugelman, Brian; Thelwall, Mike; Dawes, Philip L. (Association for Information Systems (AIS), 2009)
      This paper discusses two trends that threaten to undermine the effectiveness of online social marketing interventions: growing mistrust and competition. As a solution, this paper examines the relationships between Web site credibility, target audiences’ active trust and behaviour. Using structural equation modelling to evaluate two credibility models, this study concludes that Web site credibility is best considered a three-dimensional construct composed of expertise, trustworthiness and visual appeal, and that trust plays a partial mediating role between Web site credibility and behavioural impacts. The paper examines theoretical implications of conceptualizing Web sites according to a human credibility model, and factoring trust into Internet-based behavioural change interventions. Practical guidelines suggest ways to address these findings when planning online social marketing interventions.
    • Perceptions of the influence of Adults other than Teachers on PE and School Sport in West Midlands Primary Schools

      Benton, Victoria (2015-01)
      What is the perceived influence of Adults other than Teachers on PE and School Sport in West Midlands Primary Schools? – By Victoria Benton. Over the last decade a body of academic literature has emerged, suggesting that PE is in a state of neglect. As a result of this, numerous researchers state that the National Curriculum for Physical Education (NCPE) is therefore being delivered ineffectively in primary schools. This thesis makes a contribution to the knowledge produced by recent studies by examining the perceived influence of Adults Other Than Teachers (AOTTs) in West Midlands Primary Schools on PE and school sport. The data were collected within the West Midlands area between January and July 2011. Nine schools and nine coaching companies participated in the study and data were collected using questionnaires and follow up interviews for selected participants. In keeping with previous studies on PE and school sport, foundation chapters are concerned with the factors affecting teacher’s confidence and competence to teach PE and school sport and the consequent increase in the number of AOTTs to combat this. Closer scrutiny highlights a number of emergent themes which provide basis for more detailed discussion later in the study. Data indicates that the use of AOTTs is perceived to impact PE and school sport in the West Midlands area and in support of previous research, the use of coaches continues to be widespread. Similarly, like previous research, key factors such as poor childhood experiences, lack of motor ability, poor Initial Teacher Training (ITT), insufficient content knowledge and a negative attitude towards the subject remain issues surrounding the implementation of AOTTs. With an ever changing curriculum, schools are facing constant battles to achieve set curricular demands. This research therefore suggests how teachers and coaches, in this case study, could best be utilised to ensure a high quality of PE and school sport is delivered in their schools in the future.
    • Power, Interdependence and Influence in Marketing Manager/Sales Manager Working Relationships

      Massey, Graham R.; Dawes, Philip L. (Academy of Marketing, 2008)
      Relationships between Marketing Managers and Sales Managers are amongst the most important working relationships within modern firms, though to date, these have received little attention in the literature. Our study adds to knowledge of this working relationship by examining the effects of Sales unit power, total interdependence between Marketing and Sales, and the type and effects of the influence tactics employed by Sales Managers in this important CFR. Our results suggest that not all influence tactics are effective in increasing a Sales Manager’s influence within the firm. Also, our findings provide support for the notion that managers of powerful departments are less likely to spend time and effort using influence tactics to secure peer managers’ cooperation and compliance. Conversely, where peer managers are highly interdependent, they will increase their use of a wide array of influence tactics to secure desired outcomes.
    • The Effects of Power and Dependence Asymmetry on Marketing/Sales.

      Massey, Graham R.; Dawes, Philip L. (Australian and New Zealand Marketing Academy Conference (ANZMAC), 2007)
      This paper examines how the power of the Sales unit (department), and the dependence of Marketing Managers on Sales Managers (and vice versa) affect trust in working relationships between those Marketing Managers and Sales Managers. Our results show that the greater the power of the Sales department, the lower the propensity of Marketing Managers to trust the Sales Manager. In addition, our results suggest that the effects of cross-functional dependence on interpersonal trust are not symmetric. Specifically, when Marketing Managers are highly dependent on Sales Managers, they will be more likely to trust the Sales Manager. However, when the Sales Manager is highly dependent on the Marketing Manager, this is not associated with the Marketing Manager having increased interpersonal trust in that Sales Manager.